You are on page 1of 4

Typical Performance Measures

Customer expectations vs. company performance - by survey or

Company performance vs. competitors - by survey or interviews
Returns and allowances (incidents as well as costs)
Lost accounts (retention rate)
Order frequency
Satisfaction with each aspect of goods or services - sales, technical
support, response, quality, value/cost ratio
Customer Service
Calls not answered in xx seconds
Calls on hold longer than xx seconds
Calls transferred to another party
Abandon rate - caller gives up
Inquiry processing time
Queue time of people waiting in line
Credit request processing time
Orders/inquiries not processed within time limits
Complaints not resolved on the first call
Complaints not resolved in 24 hours
Degree of satisfaction with complaint resolution
Courtesy, knowledge, empathy, responsiveness - by survey, response
card or interview
Order entry error rate
Order fulfillment
Backorder rate
On-time delivery
Orders shipped complete and on time
Line items shipped complete and on time
Actual ship date versus requested and promised date
Actual ship date versus revised request date
Orders cancelled and reason for cancellation
Market Share
Sales/industry sales ratio
Sales growth rate versus industry growth rate
New accounts
Share of key accounts' business

Sales Quality
Service, responsiveness, knowledge, empathy - from customer
satisfaction survey, interview
Conformance to company guidelines for lead times, quantities, special
modifications, etc.
Accuracy and completeness of specifications for orders
Complaint resolution timeliness and effectiveness
Changes to orders after initial placement - controllable and
Timeliness and accuracy of price quotations and requests for samples
Pricing accuracy
Response time to inquiries and special requests
Ethics attribute score
Sales Productivity
Time spent on selling versus administrative activities
Sales to selling cost ratio
Sales process performance
Engineering and Design
Design cycle time
Engineering changes after design completion
Engineering change orders - by reason
Improvements to products
Customer satisfaction with product performance
Reliability - mean time between failures
Reduction of parts count on products
Quality problems attributable to design
Number of standard, common, and unique parts
Number of different process capabilities
Percentage of cross-trained personnel
Production setup/changeover time
Average lot size being produced - smaller is usually better

Service factor - percent of orders filled
Turns by product and group
Production schedule delays due to material shortages
Inventory items above/below limits
Physical inventory variances
Slow-moving or obsolete inventory
Excess inventory - anything above normal requirements
Inventory accuracy and error rates
Adjustment to inventory records
Downtime due to different types of equipment failure
Unplanned versus planned maintenance
Quality problems due to equipment failure
Adherence to preventive maintenance schedules
Waste caused my maintenance tests Quality
Costs of quality - rework, rejects, warranties, returns and allowances,
inspection labor and equipment, complaint processing cost
Waste - all forms: scrap, rejects, under-utilized capacity, idle time,
downtime, excess production
Yield - net good product produced
Processes under statistical control with sufficient capability
Processes "Poka-yoked" or made foolproof
Process capability
Product changes to correct design deficiencies
Adherence to schedule - tasks being performed on time; jobs ahead
and behind schedule
Changes to purchase and production orders - by reason
Number of times scheduled ship or complete date changes
Schedule Effectiveness
Actual versus scheduled complete date by work center, department, or
production cell
Late items as a percent of average daily production
Schedule changes - controlled and uncontrolled
Time lost due to schedule changes or deviations from schedule
Orders and reports shipped by express service
Queue/production time ratio - how long it takes to process an order,
divided by how long it would take if there were no delays between process
steps (minimum value = 1.0)

Supplier Performance
Quality of vendors - defects by type, returns, delivery performance
Percent of parts from certified vendors
Changes to purchase orders - by reason
Total number of vendors - lower is generally better, providing quality
and cost requirements are satisfied
Savings relative to previous year costs
Process capability and improvements in capability
Process quality - from vendor's data
Cost reduction rate
Order cycle time
Emergency response time
Compliance with operating guidelines, such as having a disaster plan
Documentation conformance - measured on an on-going basis by
Billing accuracy
Time to resolve complaints, get credits for product quality problems